Workplaces are looking to hire employees with more flexibility in work mode compared to traditional on-site roles. This is mainly due to the continued impact of the COVID-19 pandemic and also because employers want to retain the productivity gains seen during the pandemic despite it being over. The push to hybrid work mode has maintained a stable trend even as hiring returned to the pre-pandemic level, revealed data from the professional services network LinkedIn. Open hybrid job positions have seen a surge of 60 percent in entry-level roles, year on year, while traditional on-site openings have dropped by 10 percent.
Companies must find ways to support the continued shift to hybrid working, but many still don’t have a clear strategy. Managers, who have typically been responsible for implementing remote work policies, are also struggling to cope with these changes and the lack of structure that has accompanied them. This leaves them struggling to provide the necessary support for their teams, resulting in a widening managerial skills gap.
In addition, some workers who used the flexibility of a hybrid working model during the COVID-19 pandemic have found themselves burnt out. As a result, employers must ensure that flexible working arrangements do not lead to increased stress levels for their workforce.
Getting this right will require companies to create a workplace culture encouraging collaboration. This should include ensuring every employee can connect via video conference, providing the same tools and platforms to communicate across departments, and facilitating cross-functional projects.
Another key consideration will be investing in training, coaching, and development for remote and hybrid workers. This includes establishing a framework for managing employees consistent with the company’s culture and values, ensuring that managers are trained in managing remote team members effectively and establishing processes to measure and evaluate performance.
Finally, it will be necessary for organizations to build a talent pool with the necessary hybrid work experience. This will help them identify candidates that can work well in the new roles they are introducing. The ideal candidate will have a strong willingness to learn and a comfort level with ambiguity. They should be able to take the initiative and not wait for direction but also know when to seek guidance from leadership.
Ultimately, it is essential to remember that the hybrid work model is in its infancy, and most organizations are learning on the fly. Those who focus on addressing the needs of their employees and providing them with an environment in which they can thrive will be better prepared to meet the demands of an ever-changing workplace. The rest will be left trailing behind.
